How can a layman lead an expert?

Nowadays, it has become a common phenomenon for external leaders in enterprises. The success of IBM's former chairman Guo Shina was praised by most layers. As a matter of fact, layers are not very good-looking. The expertise of layers is management and leadership. For them, management is the sum of practice, science, art and techniques, and kung fu is always out of poetry.
One time, when I was on a business trip with several colleagues, we had a concentrated discussion on leadership and management issues along the way. Finally, we all feel that the most difficult problem in real leadership and management is how the layman leads subordinates, especially when the enterprise develops. This is also the most difficult issue facing everyone.

During the heated discussion, the boss told us a story like this: the former head of an airport department, a typical layman, however, he wants to lead many technical experts, knowledge experts, and skill experts who are far behind him. As a result, under the leadership of His layman, the work of the entire department was well organized.

So how did he do it?

Originally, the core leadership and management philosophy of a minister was the Democratic proposal based on expert debates. By bringing a large number of experts and subordinates to a heated discussion or even debate on a certain issue, based on the results of the debate and discussion, we can decide how to lead the experts to carry out their work and determine various schemes, to effectively lead and manage professionals.

So it turns out!

A layman can lead an expert like this!

With the increasing recognition and experience of leadership and management in practice, we find that: it is indeed effective to a certain extent and within a certain scope to achieve the professional management through expert debating Democratic proposals. However, if it does not have a certain premise and does not adopt a reasonable, targeted and effective strategy in the Process of leadership, then, when you are an expert, you will become more and more difficult and more challenges.

Locate prerequisite

With the continuous development of enterprises and the continuous growth of the scale, the situations of external leaders and experts will inevitably occur, and will certainly continue to exist within a certain period of time. This is determined by the overall development level of the enterprise, and by the supply and demand of talent.

Therefore, whether it is a layman's leader or an expert's subordinates, it is very important to correct the mentality, correct the position, and correct the scale in the face of this situation. But more importantly, it is necessary to find the premise of an expert in the layman's leadership, especially for the layman's leaders. Otherwise, without the premise, the layman's internal leaders will be without source and without resources.

As a layman's leader, if you want to truly lead and manage your subordinates, you must have four basic prerequisites. In this way, it is only possible for a layman to manage experts through an expert debate-based democratic proposal.

1. Layers must have the ability to identify experts' speeches and solutions. Just like Liu Bang, Wen is not as good as Xiao He, Wu is not as good as Zhang Liang and Han Xin, but what is commendable is that Liu Bang can identify their abilities and expertise and effectively distinguish them from other regions. This is the basic premise for an expert from a layman. If we asked scientists to debate whether the earth was round or square before 200, what was the Emperor's final determination? Because, at that time, the Emperor could not determine who is right and who is wrong.

2. Layers must have an inclusive attitude and a Haina mind. Truth is often in the hands of a few people. Therefore, there must be an environment in which experts can express their opinions, so that they can easily tolerate the thinking and comments of cults. The saying goes, "I don't agree with you, but I want to defend your power to speak ". In this case, what we need is: don't hit a stick, don't buckle a hat.

3. The Organization must have a healthy and benign environment. In an environment where the deer is a horse, the truth-telling person will no doubt die. More people will watch the leaders' eyes debate and listen to the implication of the leaders' comments. On this premise, in the end, it may be just a word. We said that if medical experts were asked to debate and judge how long Chairman Mao could survive during the Cultural Revolution? What will happen? At the beginning, there will certainly be some experts who tell the truth and seek truth from facts, but the result may be either detention or trial. So the final results all shouted "Long live Chairman Mao. At the same time, it is vital that the experts who participate in the debate and discussion can discuss things on their own, maintain a healthy state of mind, do not join groups, do not mix interests of individuals and small groups. A group of "fake experts" and a group of "fake experts" certainly won't come up with any results. "We prefer the Socialist grass rather than the seedlings of capitalism", then we will only turn the real experts into layers.

4. The Organization must have a true grasp of the truth. As a group and a leader of any layman, if no one in the Organization has the truth or the right solutions and solutions, we need to be able to grasp the truth and solutions in a timely manner. Otherwise, the final result will be meaningless. In this case, even the first 10 thousand stints cannot stick to Zhuge Liang, especially in certain fields of science and technology.

Pair Policy
If we say that the premise is only to make it possible for the enterprise organizations that have to allow the layers to lead internal experts, then the right strategy will truly enable the layers to effectively lead internal experts.

Policy 1: out-of-band.

As the scale of an enterprise continues to grow, it is imperative for external leaders to become competent. Therefore, in this case, the highest level of layman's leadership is to have the ability to identify the authenticity of subordinates within the professional, and the lowest level is to have the ability to correctly and effectively hire external leaders. By using the external brain, you can make suggestions for yourself. On the one hand, you can improve your chances of identifying the true abilities of your subordinates. On the other hand, you can also choose a decision plan that best suits your enterprise's needs.

However, when using the external brain, you must grasp the four key principles: the number of internal and external nodes is small, the number of internal nodes is small, the number of internal nodes is small, the number of external nodes is small, and the number of external nodes is small.

In addition, the number of internal brain resources is less than that of external brain resources. In this way, you will have more reference and auxiliary opinions during analysis and demonstration, and facilitate your participation in decision-making. At the same time, you will have less inspector, so that you can make better decisions in a timely manner.

The internal brain is used first after the external brain is used, and the internal brain is used later.

It means that the external brain is liberated and the thinking is also divergent. At the same time, they are also independent from third parties. Sometimes they are not so rational, it is not so in line with the "Policy". Therefore, as a leader, you must have a mentality that is completely different from the company's and your personal thoughts; on the other hand, we must be able to tolerate and accept such "principles" and "policies" that are beneficial to the enterprise but not necessarily listened to or not conducive to the individual ". However, the inner brain is often charged and always directed to the enterprise or the owner. In this case, as a leader, you must learn how to identify and select a solution that best fits your company's and your intentions, and block useless, fake, or cool solutions.

In other words, the external brain only plays an auxiliary role. More importantly, you must learn to use the "ladder" of the external brain to "Upgrade" your own brain ", in this way, you can gradually change the volume and qualitative changes from a layman to an expert, and truly play the leading role of yourself as a leader.

Policy 2: one row and two phases.

It is indeed good to use an expert debate-based democratic proposal to achieve a certain degree and within a certain range of external management experts. hiring external experts to assist in decision-making is also an effective strategy to help control external leaders.

However, if it is not a democratic or correct method, it will certainly be able to achieve the right implementation and implementation, and it will not be able to produce the right results. It is important to have a rational mind and organizational culture, including rational leaders. This is not easy for Chinese enterprises today, especially Chinese enterprises. This may be one of the core reasons why Chinese enterprises will soon fail or will not continue to develop when they become a layman-level leader.

In fact, in many cases, we cannot determine or guarantee that someone in the Organization is correct, it cannot be determined or guaranteed that, after discussion, debate, or even the participation of the external brain, the determination will be correct.

Therefore, even if the correct conditions are correct, the results produced by the correct methods and the healthy environment and methods are constantly changing as the market continues to change, the so-called effective solution of yesterday may be ineffective or even ineffective today. Therefore, it is necessary to conduct pilot programs in a small scope, perform tests in a representative manner, implement them in stages, and monitor and adjust them at any time.

That is to say, in the process of being an expert by a layman, even if the correct premise is used to correctly treat the results produced by the correct way and the healthy environment and methods, we should also conduct a line (trial) 2. Three phases (trial phase, correction phase, and promotion phase) (depending on the organization's adaptability and market acceptance ). Otherwise, even an expert leader will make a layman-like big mistake.

McKinsey's solution not only did not save Shida, but harmed Shida. We can say that it is not McKinsey's solution that is not good or McKinsey's solution is wrong, but a thorough change solution that is not the most suitable solution in the current market, the most suitable solution is progressive change. Through progressive change, the layman's leaders will constantly discover and solve the problem, so as to continuously optimize and promote the problem.

Of course, the premise is good, the strategy is worth mentioning. A layman leads an expert. It is only a process and a stage. Any expert will also experience a process of quantitative change and qualitative change from a layman to an expert.

Even if we say it is good for a layman or an expert, "it is a good cat to catch a mouse ". However, the development and social progress of enterprises are constantly calling for and generating more and more expert leaders. This is the embodiment of the idea of advancing with the times and the scientific concept of development.